Agile Unmasked: The Ethical Sewer of Mendacious Gullibility

Unveiling the Emperor: Agile’s Non-Existent Clothes

If Agile were a bottle of snake oil peddled by a slick, moustachioed charlatan, would you still buy it? This provocative question necessitates confronting the uncomfortable fact that Agile, the beloved darling of software development, has no merits to speak of. In this exposé, we’ll look at the concept of “mendacious gullibility” through the lens of William Kingdon Clifford’s “The Ethics of Belief,” to probe why Agile has garnered such uncritical and unworthy adoration.

Note: Here, we’re talking about Agile as it commonly manifests in software development. Pursuit of agility across a whole organisation is a different kettle of fish. Cf. ABC and agility at scale.

Unpacking Mendacious Gullibility

Mendacious gullibility is a state of wilful self-deception, where the desire to believe is so strong that it eclipses the moral obligation to scrutinise. According to Clifford, beliefs without a sturdy foundation of evidence are not merely misguided, but ethically unsound. When applied to Agile, this means that adopting the concept, and practices, without critical analysis is not only ineffective but morally dubious.

Agile’s Hollow Promises: A Critical Dissection

Agile promises adaptability, collaboration, and speed. Yet, if we’re honest, these promises often fall flat. Efforts don’t necessarily become more efficient, nor do teams always feel more empowered. So, why does the belief persist that Agile is beneficial? The answer likely lies in mendacious gullibility—a collective suspension of critical thinking encouraged by self-interest, catchy jargon and snake oil testimonials.

The Real-World Consequences: Beyond Failed Efforts

The impact of this self-serving self-deception is not restricted to resources and timelines; it penetrates the ethical core of an organisation. Team morale can suffer, trust in leadership may erode, and the overall health of the business could be jeopardised. The price of mendacious gullibility is not just operational but deeply ethical.

Debunking the Agile Myth: An Ethical Imperative

For those who care about ethical governance and responsible leadership, the requirement is clear: Agile must be critically evaluated and, when found wanting, discarded.

• Demand hard evidence rather than relying on industry buzz.
• Challenge the proponents of Agile to provide substantive proof of its applicability.
• Be willing to consider alternatives that may not have Agile’s glamour but offer evidence-based effectiveness.

In Closing: The Moral Duty to Question

If Clifford’s “The Ethics of Belief” serves as any guide, we must confront the disturbing idea that Agile’s universal adoption might be a manifestation of mendacious gullibility. It’s not simply that Agile is inappropriate for certain efforts; it is that Agile is fundamentally flawed, with no redeeming merits beyond its ability to lever open the wallets of the naively gullible.

Moral integrity demands more than self-deluding acceptance. As we navigate the labyrinth of methods and best practices, how about we commit to an ethical approach that values evidence over hype. And when it comes to Agile, it’s time we stop drinking the Kool-Aid.